Positive Interventions: Alternate Routes to Quality Workplace Relationships

2018 ◽  
Vol 11 (3) ◽  
pp. 504-510
Author(s):  
Tao Yang ◽  
Paresh Mishra
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Process ◽  
Information Support ◽  
Workplace Relationships ◽  
Social Exchanges ◽  
Positive Interventions ◽  
Workplace Interactions ◽  
Goods And Services ◽  
Alternate Routes

Social exchange theory (SET) is an important foundation of social sciences from which many workplace theories have emerged. Chernyak-Hai and Rabenu (2018) contend that social exchange is at the heart of workplace relationships. Although SET is a complex framework, in essence, it views workplace interactions as exchanges of resources broadly construed, ranging from tangible resources such as money, goods, and services to intangible ones such as information, support, and trust (Cropanzano & Mitchell, 2005; Foa & Foa, 1980). Governed by the rule of reciprocity, parties involved in social exchanges use rational deliberation to gauge how much they need to repay for others’ actions. Chernyak-Hai and Rabenu posit that workplace theories rooted in SET should be modified to accommodate the new realities in modern organizations. Although we concur with their observations about new characteristics of work, we are not as optimistic as Chernyak-Hai and Rabenu about SET's capacity to guide our understanding and actions to improve workplace relationships. We argue that positive interventions are important complements to the social exchange process, thereby promoting the quality of work relationships.

Illuminating the principles of social exchange theory with Hawthorne studies

2019 ◽  
Vol 25 (1) ◽  
pp. 47-66 ◽  
Author(s):  
Yaron J. Zoller ◽  
Jeff Muldoon
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Second World War ◽  
Exchange Theory ◽  
Multiple Perspectives ◽  
Social Situations ◽  
Content Type ◽  
Social Exchanges ◽  
Group Members ◽  
Second World

Purpose The purpose of this paper is to suggest Homans’ social exchange theory (SET), a management theory, as an explanation for some of the findings of some of the Hawthorne experiments (1924-1933), which demonstrated how social situations play an important role in task performance and productivity and how social exchanges can facilitate it. The authors also use SET to investigate Elton Mayo’s inquiry as to what caused spontaneous cooperation in Hawthorne. Design/methodology/approach The authors used a combination of published work by Homans, Roethlisberger and Dickson, Mayo and others, as well as oral histories conducted by Greenwood and Bolton in 1982-1984, to argue that some of the Hawthorne studies illustrate the principles of SET. Homans’ SET brought together concepts from multiple disciplines and offered a framework to explain social behaviors. Findings The relay assembly room and the bank wiring tests of Hawthorne studies can illustrate SET as developed by Homans. With the development of SET, Homans not only provided explanations for the creation of strong feelings of affiliation and trust through interactions and mutual dependence between group members but also provided evidence to Mayo’s concept of spontaneous collaboration. Research limitations/implications The limitations of the paper are that the studies themselves can lend themselves to multiple perspectives due to design flaws. Therefore, our argument is only one interpretation – even if it is something that the researchers would have supported. Originality/value The paper augments the ongoing discussion about the Hawthorne studies in the literature and in the development of management theories such as SET. The authors provide support that it is through the attempts to explain the Hawthorne studies and the post-Second World War controversies over the studies that Homans developed social exchange. Building on previous work, the methods show perspectives beyond the motivations and sentiments of Homans by demonstrating observable behaviors from the Hawthorne studies.

Give and Take: Needed Updates to Social Exchange Theory

2018 ◽  
Vol 11 (3) ◽  
pp. 493-498 ◽  
Author(s):  
Helena D. Cooper-Thomas ◽  
Rachel L. Morrison
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Workplace Relationships ◽  
Citizenship Behaviors ◽  
Member Exchange

In their focal article, Chernyak-Hai and Rabenu (2018) argue that social exchange theory (SET) needs an update, and in this they are aligned with Cropanzano, Anthony, Daniels, and Hall's (2017) recent critical review of SET. Drawing on Chernyak-Hai and Rabenu's research, we explore two issues in more depth: first, that work relationships are becoming more complex than can be represented by simple dyadic reciprocity; and second, that the context of work is changing rapidly, with implications for workplace relationships. In exploring the ideas put forward by Chernyak-Hai and Rabenu, we draw on Cropanzano et al.’s two-dimensional model of social exchange, with the first dimension being desirable (positive) resources contrasted with undesirable (negative) ones, and the additional dimension being active (exhibit) behavior versus passive (withdraw) behavior. The first valence-oriented dimension fits clearly with the four foci of Chernyak-Hai and Rabenu's research, which cover both positive constructs, namely leader–member exchange (LMX), perceived organizational support and loyalty, and organizational citizenship behaviors (OCB), as well as negative constructs of perceived organizational politics and counterproductive work behaviors (CWB). The second, behavioral dimension proposed by Cropanzano et al. adds useful theoretical specificity that may address Chernyak-Hai and Rabenu's contention that SET needs updating to account for changes in how employees work and how organizations function.

Understanding the Relationship between a Small & Medium Enterprise (SME) and its Suppliers: A Case Study of a Food Industry SME Company in Kedah, Malaysia

2020 ◽  
Vol 10 (1) ◽  
pp. 65-80
Author(s):  
Nurul Muna Najiah Sued ◽  
Muhammad Rosni Amir Hussin
Keyword(s):  
Social Exchange ◽  
Food Industry ◽  
Social Exchange Theory ◽  
Qualitative Methodology ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Single Case ◽  
Goods And Services ◽  
The Relationship

Small and Medium Enterprises (SMEs) are aware of the need to implement proper supply chain management practices, especially to maintain good relationships with their suppliers. Previous studies indicated that a close relationship between SME owner-managers and suppliers can avail various benefits, such as operations and performance improvement, smooth delivery of goods and services to final destinations, and better negotiation of price and delivery schedule. Thus, this paper presents an understanding of the relationship between an SME in the food industry and its suppliers. By employing the Social Exchange Theory (SET) as the underlying theory, this study highlighted the importance of SMEs in managing relationships with suppliers. This study also revealed the roles that factors, such as trust, communication, commitment, and bargaining power, play in the SME-supplier relationship. By employing qualitative methodology and single case study method, this study indicated that this SME is aware that maintaining a good relationship with suppliers can lead to the survival of the business for a longer period of time, and enable them to benefit in terms of cost, quality, and services in the future. Among all factors, loyalty under the commitment factor is considered to be not unduly important to maintain the relationship with the suppliers by the SME owner-manager. However, trust and communication are the most crucial factors to maintain this relationship.

Understanding New Era Workplace Relationships: Insights From Employee Engagement Research

2018 ◽  
Vol 11 (3) ◽  
pp. 523-530
Author(s):  
Patrick Hyland ◽  
Anthony W. Caputo ◽  
David Reeves
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Workplace Relationships ◽  
Research Projects ◽  
New Era ◽  
Working Hypotheses

In their focal article, Chernyak-Hai and Rabenu (2018) argue that the foundational assumptions of social exchange theory (SET) should be revisited and revised because of recent changes in the workplace and the workforce. Using employee engagement data from recent research projects conducted in applied settings, we investigated a series of questions based on Chernyak-Hai and Rabenu's working hypotheses.

Learning and Knowledge Transfer in Strategic Alliances: A Social Exchange View

2005 ◽  
Vol 26 (3) ◽  
pp. 415-441 ◽  
Author(s):  
Senthil K. Muthusamy ◽  
Margaret A. White
Keyword(s):  
Knowledge Transfer ◽  
Social Exchange ◽  
Strategic Alliances ◽  
Social Exchange Theory ◽  
Strategic Alliance ◽  
Mutual Influence ◽  
Empirical Examination ◽  
Social Exchanges ◽  
Exchange Processes ◽  
Alliance Partners

Although social interactions and exchanges between partners are emphasized as imperative for alliance success, comprehensive examination of how social exchanges facilitate learning and knowledge transfer in strategic alliances is lacking. Drawing on social exchange theory, we examined the effects of social exchange processes between alliance partners on the extent of learning and knowledge transfer in a strategic alliance. An empirical examination of data collected from alliance managers of 144 strategic alliances revealed that social exchanges such as reciprocal commitment, trust, and mutual influence between partners are positively related to learning and knowledge transfer in strategic alliances.

scholarly journals Social exchange is in the game: Communication and resource flow in a Xbox gaming clan

First Monday ◽  
2018 ◽  
Author(s):  
William T. Howe ◽  
Sun Kyong Lee
Keyword(s):  
Social Network ◽  
Social Exchange ◽  
Virtual World ◽  
Social Exchange Theory ◽  
Online Gaming ◽  
Exchange Theory ◽  
Game Studies ◽  
Social Exchanges ◽  
Face To Face ◽  
International Social

This study examined the international social network of a bounded Battlefield 4 gaming clan considering social exchange theory. We found that more central members of the clan contributed more time and money to the clan than others. In addition, central members of this clan revived other members in-game more often. This study extends social exchange theory from face-to-face interaction to the virtual world, by showing communicative factors that influence online gaming networks, and to game studies by offering results applicable to online gaming clans. This study also shows how gamers engage in various social exchanges and earn central positions within the network in return for their investment of time, money, and communication.

scholarly journals Generalized Social Exchange and Its Relevance to New Era Workplace Relationships

2018 ◽  
Vol 11 (3) ◽  
pp. 486-492 ◽  
Author(s):  
Katsuhiko Yoshikawa ◽  
Chia-Huei Wu ◽  
Hyun-Jung Lee
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Work Relationships ◽  
Exchange Theory ◽  
Future Research ◽  
Dyadic Relationships ◽  
Workplace Relationships ◽  
New Era ◽  
Psychology Literature ◽  
Generalized Exchange

To critically evaluate the relevance of social exchange theory (SET) to the contemporary workplace, Chernyak-Hai and Rabenu (2018) point out a number of factors that reshape work relationships and suggest how to apply and extend social exchange theory to understand the new era work relationships. However, in their discussion, they focus mainly on reciprocal exchange (RE) in dyadic relationships. The discussion completely overlooks another important form of social exchange, namely, generalized exchange (GE), which is increasingly relevant to contemporary organizations exactly because of the changes indicated by Chernyak-Hai and Rabenu. In this commentary, we briefly review prior investigations into GE across various social science disciplines and then point out its increasing relevance to organizations. Finally, we will discuss implications for future research in the industrial and organizational (I-O) psychology literature.

Linking justice perceptions, workplace relationship quality and job performance: The differential roles of vertical and horizontal workplace relationships

2019 ◽  
Vol 33 (4) ◽  
pp. 337-362 ◽  
Author(s):  
Gisela I Gerlach
Keyword(s):  
Job Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Team Work ◽  
Workplace Relationships ◽  
Interpersonal Justice ◽  
Exchange Relationships ◽  
Justice Perceptions ◽  
Coworker Relationships

Due to decentralization, flat organizational structures and prevalence of team work, employees interact more frequently and intensively within horizontal relationships with coworkers than within vertical relationships with supervisors. The present study contributes to a more complete understanding of antecedents and outcomes of local, interpersonal workplace relationships by simultaneously investigating employee–supervisor and employee–coworker relationships. Drawing on organizational justice theory and social exchange theory as well as data collected from 571 employees at two points in time, this study explores how justice perceptions affect social exchange relationships with supervisors and coworkers, and identifies mechanisms through which these, in turn, enhance employee job performance. Results suggest that informational and interpersonal justice differentially affect the quality of employee–supervisor and employee–coworker relationships, underlining the relevance of considering both supervisors and coworkers as sources of justice. Moreover, the findings indicate that employee–supervisor and employee–coworker relationships contribute to job performance, but through distinct paths. Job satisfaction mediates the link between both social exchange relationships and job performance, while quality of employee–coworker relationships further enhances job performance through employees’ motivation to engage in learning and knowledge sharing.

scholarly journals DOA SEBAGAI BENTUK PERTUKARAN EKONOMI

2019 ◽  
Vol 4 (1) ◽  
pp. 59
Author(s):  
Wida Ayu Puspitosari ◽  
Rona Bethari Sugianto
Keyword(s):  
Data Collection ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Social Exchanges ◽  
Peace Of Mind ◽  
Know How ◽  
The Social ◽  
The Subject ◽  
Descriptive Qualitative

This study discusses the practice of social exchange at joint prayer activities at the 'X' Orphanage in Sidoarjo. The joint prayer activities at the 'X' Sidoarjo Orphanage were routinely carried out by two main donors who at the same time became one of the main informants of this study. The purpose of this study is to know how to practice social exchange using the social exchange theory of George C. Homans. There are five propositions presented by Homans in his exchange theory which are the main discussion in this study. The method used in this study is descriptive qualitative with the subject of research as many as three main informants consisting of orphanage owners and two main donors to the orphanage. Data collection techniques are observation, interviews, and documentation. The results of this study show that social exchanges that occur between orphanages and donors in prayer activities together wrap exchanges that are actually economic. Where, both donors carry out joint prayers as a manifestation of the implementation of CSR programs and the obligation to pay zakat. This then has the effect of peace of mind for the two donors over the fall of economic and religious obligations inherent in both. DOI: http://dx.doi.org/10.17977/um021v4i12019p059

Analyzing informal value transfer networks through the lens of social exchanges

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khurram Sharif ◽  
Nauman Farooqi ◽  
Norizan Kassim ◽  
Mohamed Zain
Keyword(s):  
Information Sharing ◽  
Social Exchange ◽  
Information Exchange ◽  
Social Exchange Theory ◽  
Religious Affiliation ◽  
Legal Protection ◽  
Exchange Theory ◽  
Content Type ◽  
Social Exchanges ◽  
Value Transfer

Purpose This study aims to focus on how informal value transfer networks, Hawala business in particular, used social exchanges in their business dealings. More specifically, the conducted research looked into how social exchange theory was used in Hawala business relationship initiation and management. Design/methodology/approach Twenty-one depth interviews were conducted with Hawala Network members, and Hawala customers, in Qatar, Saudi Arabia and Pakistan. The collected qualitative data were analyzed through content analysis and NVivo 11 software. Findings The study outcome indicated that Social Exchange Theory was a principal relationship driver in Hawala Networks. Especially, trust had a pivotal role in evolvement and nurturing of Hawala Network business and social exchanges. Other relationship variables, namely, reciprocity, religious affiliation, reputation and information sharing had a significant part in relationship building as well. Results supported a prominent influence of time in carefully controlled and rigorously assessed transformation of Hawala relationships. This metamorphosis converted an exchange from short-term into a long-term orientation where limited amount transactions changed into large sum transactions and restricted information exchange moved to elaborate information sharing. In addition, findings revealed that monetary and non-monetary interactions between Hawala Network members took the form of a homogeneous club, with shared social, cultural, religious and ethnic values. In particular, financially constrained and illiterate social groups preferred Hawala services due to ease of servicing in the form of minimal bureaucracy, fast transfers and low service charges. These marginalized fractions of society had limited access to formal banking which made Hawala business their main (and in most cases only) source for sending and receiving financial remittances. Hawala Networks provided an effective alternative to formal banking for disadvantaged communities. Originality/value This study provided unique and useful insights into the nature of social exchanges within Hawala Networks. Especially, it provided clarification on how informal networked businesses used Social Exchange Theory to by-pass the need for legal protection and formal contracts. Furthermore, the study highlighted the role Hawala business played in providing essential banking services (e.g. transfer of money and micro-lending) to educationally and economically deprived individuals.

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